The Partnership

The Haltwhistle Partnership is a partnership of local people. It is a development trust, a company limited by guarantee and a registered charity. It was established in 1993 and is governed by a board of trustees who oversee the strategic direction of the organisation. Over the years it has built strong links with many organisations within the town, county and region.

The Partnership exists to benefit local people. It serves as a local activist - lobbying for town infrastructure and investment, as well as delivering and driving projects of its own. 

  • What is the Haltwhistle Partnership?
  • Why and When was the Haltwhistle Partnership formed?
  • Who is in the Haltwhistle Partnership?
  • What does the Haltwhistle Partnership do?
  • Does the Haltwhistle Partnership have a Vision?
  • What are the Haltwhistle Partnership's Objectives?
  • What is the structure of the Haltwhistle Partnership?
  • Does the Haltwhistle Partnership have a formal constitution?
  • Does the Haltwhistle Partnership have a strategy and a plan of action?
  • How does the Haltwhistle Partnership decide its priorities?
  • Does the Haltwhistle Partnership have dedicated resources?
  • What has the Partnership achieved?


    What is the Haltwhistle Partnership

    The Haltwhistle Partnership brings together everyone with an interest in the well being of the Haltwhistle area and its communities. We work in an integrated way with the public, private and voluntary sectors and local communities to meet the needs of local people.

    The Haltwhistle Partnership will strive to ensure that the area it serves is and remains a sustainable community. When there are different interests and competing priorities over suggested activities then proposals will be measured against the following principles to help reach the best decisions.

    Our communities should be:

    • Active, Inclusive and safe – Fair, tolerant and cohesive with strong local culture and other shared community activities
    • Well Run – with effective and inclusive participation, representation and leadership.
    • Environmentally sensitive – providing places for people to live that are considerate of the environment.
    • Well connected – with good transport services and communication linking people to jobs, schools, health and other services.
    • Thriving – with a flourishing and diverse local economy.
    • Well served – with public, private, community and voluntary services that are appropriate to people’s needs and accessible to all.
    • Fair for everyone – including those in other communities, now and in the future.

    Why and When was the Haltwhistle Partnership formed?

    The Partnership came about as a result of a Civic Trust study in 1993. Haltwhistle was chosen for this study because there were concerns at that stage about its long term sustainability and the damaging effect this could have on the built environment of the High Street as there were a number of key buildings falling into disrepair. The study involved the public, private and voluntary sectors and local communities and produced an Action Plan with a number of recommendations. The first of which was that a community partnership should be formed to drive the programme of activities in the report.

    The Partnership then became legally established by becoming a Charity and a Company Limited by Guarantee in February 1997.

    Who is in the Haltwhistle Partnership?

    Haltwhistle Partnership list of Trustees as at June 2025:

    Julie Gibbon (Chairman)

    Andy Saunders (Treasurer)

    Alex Kinsey (Vice Chairman)

    Annette McGlade

    John Scott

    Alan Sharp

    Matt Cocker

    Company Secretary: Samantha Dalglish

On a rota basis a third of the Board of Trustees resign at each AGM. Those resigining are allowed to stand for re-election.

 

What does the Haltwhistle Partnership do?

The Haltwhistle Partnership exists to help manage change in a way that benefits local people. Change is inevitable—it will happen whether we want it to or not. We believe in being proactive: working to maximise opportunities and benefits while minimising risks and challenges.

We collaborate with the public, private, and voluntary sectors, as well as local communities, to identify the issues that change brings or is likely to bring. Our focus is on understanding what needs to happen to protect and improve the quality of life for people in Haltwhistle and the surrounding area.

 

How the Partnership Works

The Partnership operates in three key ways:

  1. Advocacy
    We maintain strong connections with a wide range of organisations. Where an identified need falls under the remit of an existing service or body, we work with them to bring that service or facility to the area. This could involve lobbying for infrastructure, community services, or investment.
  2. Delivery
    When there is no other organisation able or available to meet a local need, the Partnership takes direct action. We seek funding and resources to develop and deliver projects ourselves, ensuring gaps in services are filled for the benefit of the community.
  3. Facilitation and Support for Local Groups
    The Partnership helps local groups and initiatives grow and succeed by offering practical support. This includes providing a charitable umbrella for groups that need assistance in applying for funding or sourcing other resources. By acting as a facilitator, we help smaller organisations navigate processes they may not have the capacity to manage on their own.

Through these combined roles, the Haltwhistle Partnership aims to create a resilient, active, and well-served community, prepared to manage change in a positive and sustainable way.

 

Does the Haltwhistle Partnership have a Vision?

Yes.

“The aim of the Haltwhistle Partnership is to strive for a vibrant and sustainable community by working together to manage change for the benefit of local people*”

* The term “local people” refers to all residents living within the eleven parishes that formerly comprised the Haltwhistle Rural District, as listed below.

  • Bardon Mill
  • Coanwood
  • Featherstone
  • Greenhead
  • Haltwhistle
  • Hartleyburn
  • Henshaw
  • Knarsdale with Kirkhaugh
  • Melkridge
  • Plenmeller with Whitfield
  • Thirlwall

What are the Haltwhistle Partnership's Objectives?

We have 4 main objectives which cover our 4 key areas:

ENVIRONMENT

Objective: To combine environmental quality with economic and social progress whilst at the same time promoting improvements in the standards of environmental care which contribute to enhanced quality of life and personal well-being.

 

ECONOMY

Objective - To seek to have a confident buoyant economy encouraging diversity of employment.

 

COMMUNITY

Objective - To increase the strength and effectiveness of community life and improving local conditions, especially for people in disadvantaged situations, thereby enabling people to participate in public decision-making and to achieve greater long-term control over their circumstances.

 

CONNECTIVITY

Objective - Local people have access to a fully integrated, safe, reliable and affordable transport system which recognises the need to cater for all modes of transport. To strengthen digital connectivity, by advocating for fast broadband and mobile networks and broader communications, ensuring no-one is left isolated.

 

What is the structure of the Haltwhistle Partnership?

The main parts to the Haltwhistle Partnership are:

  1. Board of Trustees 
  2. Management Committee
  3. Working Groups
  4. Membership
  5. Staff

Board of Trustees

The Partnership is governed by a Board of Trustees, which holds overall responsibility for its actions and operations.

The Board’s key roles include:

  • Setting the strategic direction and long-term priorities for the Partnership
  • Overseeing financial management, including setting budgets and monitoring expenditure
  • Managing staffing matters and ensuring appropriate oversight of personnel
  • Overseeing the refurbishment, maintenance, and letting of the Partnership’s property
  • Actively scrutinising and monitoring the work and performance of the Partnership

The Board ensures that the Partnership remains accountable, effective, and focused on serving the needs of the local community.

 

Management Committee

This Committee plays an advisory and leadership role in shaping and delivering the Haltwhistle Partnership’s community projects and other community-focused activities within its remit.

The Committee is made up of:

  • Trustees of the Partnership
  • Members of the wider community
  • Representatives from local organisations
  • Delegates from the Partnership’s Working Groups

Together, the Committee helps guide project development, supports delivery where possible, and ensures that community interests are fully represented in the Partnership’s work.

 

Working Groups

  • The Partnership has established several Working Groups to serve as the “engine rooms” driving its diverse range of activities. These groups take responsibility for developing and delivering projects identified in the Action Plan.

    Each Working Group brings together key stakeholders, agencies, and local residents focused on specific areas of activity.

    Current examples of Working Groups include:

    • Renewables and Sustainability
    • Community Projects, which cover initiatives such as the Community Gardeners, Haltwhistle Growing Together, Zigzag, Older People’s Project, Memory Café, and Station Adopters
    • Community Shops

Members

The Memorandum and Articles of Association, under which the Haltwhistle Partnership operates as a company limited by guarantee, provide for a membership group.

This membership plays an important “critical friend” role, offering support and constructive feedback. Members meet once a year at the Annual General Meeting (AGM) to review progress, discuss future plans, and contribute to the Partnership’s ongoing work.

Membership is free of charge. The only financial liability is a maximum of £10, which would apply only if the Partnership were to be declared bankrupt.

If you are interested in becoming a member, please contact the office at (01434) 321242.

 

Staff

The Partnership currently has 3 part-time members of staff, an Administrator, an Older People's Project Officer and a cleaner.

 

Does the Haltwhistle Partnership have a formal constitution?

Our formal constitution consists of the Memorandum and Articles of Association referenced above. These documents outline the standard charitable objectives that qualify us to be registered both as a charity and as a company limited by guarantee.

This legal structure provides trustees with greater protection, as the company is a separate legal entity. Consequently, trustees cannot be held personally liable for the organisation’s actions.

 

Does the Haltwhistle Partnership have a strategy and a plan of action?

Yes.

The vision, objectives, and values of the Partnership are outlined in our Action Plan—a dynamic document that is regularly monitored and updated. A full review and the setting of new targets take place once significant progress has been made.

The most recent major review was conducted in spring 2019, and another review is currently underway.

The Action Plan sets out a range of actions and targets designed to improve the quality of life for both current and future generations by promoting a balanced approach to economic, social, and environmental well-being.

Copies of the current Action Plan are available upon request.

 

How does the Haltwhistle Partnership decide its priorities?

Our priorities are grounded in evidence of local need. This evidence is gathered through consultation and involvement with local people, as well as by reviewing local, district, county, regional, and national plans and trends.

We also incorporate input from a range of organisations and agencies responsible for this area.

All this information is brought together in the Action Plan for a Sustainable Community, which is then endorsed by all relevant parties.

 

Does the Haltwhistle Partnership have dedicated resources?

No.

There is no guaranteed long-term funding for the Haltwhistle Partnership. We must continuously seek funding to sustain both the organisation and the activities we deliver. Currently, our funding comes from a mix of sources, including Northumberland County Council and Haltwhistle Town Council.

Additionally, we generate income towards our core costs by renting out the Partnership’s retail, office, and residential properties. To improve financial security and sustainability, we are actively working to expand this area of income generation.

 

What has the Partnership achieved?

Recent Achievements

  • Developed and facilitated the Community Shops Fund Grants, launched in 2024.
  • Established and operate two community shops in Haltwhistle, opened in April 2023.
  • Set up a Memory Café to support people living with dementia and their carers.
  • Awarded the Queen’s Award for Voluntary Service in 2022.
  • Managed the Karbon Homes Community Fund for Haltwhistle.
  • Launched Haltwhistle Growing Together, a community allotment project at the garden in Hillside.
  • Supported South Tyne Sustainability (STS) with their plastic recycling initiative at the Berry factory.
  • Led a renewables initiative exploring heat recovery from mine workings and community PV installations.
  • Supported Tyne Valley Community Rail Partnership (TVCRP) projects at Haltwhistle Station, including running the Station Adoption Group.
  • Backed Haltwhistle Chamber of Trade initiatives.
  • Continued to support the successful Older People’s Project, Community Gardeners, and Zigzag projects.
  • Own and manage five residential and three commercial properties.
  • Redesigned and refurbished the 5th flat at Hardware House.
  • Facilitated the move of the Youth Club Young and Sweet from the Water Tower to Hillside, providing a larger and more suitable venue, and supported the asset transfer of the property’s freehold.
  • Refurbished four flats and the retail unit at Hardware House.

Previous Key Achievements

  • Supported Haltwhistle in Bloom 2019 through the Community Gardeners.
  • Became part of the national Market Towns Initiative.
  • Successfully secured funding for a Neighbourhood Nursery in the area.
  • Successfully bid for a Sure Start Programme.
  • Delivered improvements to the Town Approaches.
  • Refurbished 10 shop fronts on the High Street.
  • Established Haltwhistle as a Walking Centre through the publication of the “Haltwhistle Rings” guide and running two annual walking festivals.
  • Launched The Squeak Newsletter.
  • Created websites serving the local area.
  • Established Westbourne House as a One Stop Information Shop, one of 14 nationally recognised by the Countryside Agency for good practice, serving around 65 people weekly.
  • Delivered a wide range of learning opportunities to over 1,000 people.
  • Founded a lunch club and Older People’s Forum for senior residents.
  • Partnered with Northumberland County Council to aid the refurbishment of Haltwhistle Tyne Bridge.
  • Expanded volunteering opportunities in partnership with Volunteering Tynedale.
  • Supported unemployed people in partnership with Job Centre Plus.
  • Established confidential surgery sessions with agencies including Police, ESCAPE (support for families and young people affected by substance misuse), Victim Support, Youth Offending Team, and Travis Marston Solicitors.
  • Produced Haltwhistle Historic Parishes, a comprehensive visitor’s guide to the area.
  • Organised events promoting the town and civic pride, such as Meet the Ancestors at Featherstone Castle (2002 & 2003) and Haltwhistle Pride 2004.
  • Conducted a comprehensive assessment of work needed on Haltwhistle Burn.
  • Created a community garden.

Impact Summary

These activities have attracted over £2 million in investment to the area, created 4 full-time and 20 part-time jobs at various times, introduced 12 new local services, and significantly improved the environment and quality of life in Haltwhistle and the surrounding communities.